Mergers and Acquisitions
AIMS
To develop a comprehensive understanding of the motives and rationale for mergers and acquisitions and the methods involved.
LEARNING TEACHING & ASSESSMENT STRATEGY
Lectures, Seminars and case workshops:
The module will be taught through lectures and several case studies. If possible,
an external guest speaker will be invited. The module will not cover
pricing, valuation and financing issues. These subjects should have been covered
in the Strategic Financial Management class prior to attending the M&A module.
LEARNING OUTCOMES
1. Knowledge & Understanding:
On successful completion of this module you will be able to demonstrate knowledge
of the incidence and popularity of mergers and acquisitions
2. Subject-Specific Skills:
On successful completion of this module you will be able to demonstrate skills
in appraising the motives and methods involved and outcomes of mergers
3. Personal Transferable Skills:
On successful completion of this module you will be able to demonstrate skills
in analysis, prediction and appraisal of events
OUTLINE SYLLABUS
- Mergers in the economy, patterns and development, international comparisons.
- The economic theory of mergers and acquisitions.
- Tests of economic welfare. Strategic motives for merging.
- Cultural and human aspects of mergers.
- Success and failure.
- Methods of acquisition, their advantages and disadvantages.
- Cross-border mergers.
- Post-merger strategies.
- Alternatives to merging.
MODULE COORDINATOR
Prof. Dr. Herbert Paul
Dr. Herbert Paul currently holds a position as Professor of Strategic Management
and International Management at the University of Applied Sciences in Mainz,
Germany. He has been teaching Strategic Management and M&A for the TIASNIMBAS
Business School/School of Management, Bradford University for several years.
He is a Visiting Professor at Assumption University, Graduate School of Business
in Bangkok. Dr. Paul holds a B.A. honours degree from the University of Applied
Sciences in Mainz, an MBA degree from Indiana University, Bloomington, USA and
a doctorate degree (Dr. rer. pol.) from Justus-Liebig University in Giessen,
Germany. The University of Applied Sciences Mainz appointed him Professor of
Strategic Management in September 1998.
After his academic training Dr. Paul worked for Roche, a global, Swiss-based pharmaceuticals company, with responsibility for various venture capital and acquisition projects. Later he joined McKinsey & Company, Inc. as a management consultant, working for their Düsseldorf and Stockholm offices. His consulting practice covered a wide range of projects related to strategy development and restructuring in an international context. Dr. Paul held general management positions in Egmont, a leading European media group based in Copenhagen. He spent a two year sabbatical from March 2005 to March 2007 working in Thailand as Senior Vice President Business Development for dz card (International) Ltd. dz Group is one of the leading South-East Asian plastic card manufacturers.
During his career he has been involved in various external growth and acquisition projects with a focus on growth strategies and M&A projects, ranging from preparation of M&A deals until post-integration.
His research interests focus on corporate development processes and international business issues. Dr. Paul has been involved in several consulting and training projects in various companies and industries.